|
iTools Benefit Management Justification
An initiative has been started by two organisations to improve
the number of sales calls a representative can make within a working
day. By increasing the number of sales calls made by a representative
each organisation can predict, with certainty, sales revenue will
increase.
Each organization has approved the initiative to create a prototype
with the following criteria:
| |
Company ABC |
Company XYZ |
| Budget |
$550,000 |
$550,000 |
| Duration |
220 days |
220 days |
| Number of Sales Reps |
100 |
100 |
| Expected Benefit |
Increase revenue for each sales representative
of $1,000 per month |
Increase revenue for each sales representative
of $1,000 per month |
| Measurement |
No measurement taken and the project completed
within time and budget. |
Day 90, 10 days after delivery of initial
prototype the company realised that the actual revenue per representative
only increased $100 per month. |
Company XYZ’s executive team were able to make a decision based
on the 90 day measurement point that the initiative wasn’t
going to deliver the expected benefit and the initiative was stopped,
the budget reallocated and resources reassigned to benefit generating
projects.
Although company ABC’s initiative was completed successfully,
the initiative didn’t realize the expected benefit. The company
spent the full project budget, resources were tied up in a non benefit
generating project and the company was not able to capitalize on
other opportunities in the market place.
“From our search, no other solution could give us the control,
flexibility and real-time data sharing and reporting advantages
that iTools could for the money invested.” Malcolm Savage,
Programme Management Office Manager, Air New Zealand
Click
here to visit the iTools web site.
|
